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Multiple entities
Operating companies, holding structures and related vehicles that have accumulated over time and now need to be read as one organisation.
Many founder-led businesses develop the operating complexity of a much larger organisation — entities, lenders, advisors, reporting obligations — long before the underlying finance function catches up. Pequan provides the calm operating layer that holds it together, organised around how the business actually runs today.
The business has quietly become something materially more complex than the systems and routines around it, and the finance function is being asked to carry weight it was never structured for.
Each of these is normal at this stage. The difficulty is usually that several appear at once, and the original routines were not built to hold them together.
Operating companies, holding structures and related vehicles that have accumulated over time and now need to be read as one organisation.
Liquidity sitting across more accounts, currencies and obligations than a single view currently captures.
More people, more approvals and more handoffs, with finance responsibilities spread across roles never formally defined.
Banks, lenders, auditors, tax and legal counsel that each expect consistent information delivered on a reliable schedule.
Processes that work in isolation but no longer connect cleanly, leaving small gaps the founder ends up holding in their head.
Numbers that vary between sources, periods or recipients, eroding the confidence leadership needs to move quickly.
Engagements typically build across these areas in sequence, calibrated to where the business already has discipline and where the gaps are most pronounced.
A clear picture of how the finance function actually runs day to day, and where ownership sits for each routine and deliverable.
A steady close, review and reporting rhythm that holds through staff changes, busy periods and outside events.
Consistent reports on consistent definitions, prepared on a predictable schedule for the founder, the board and outside parties.
A single forward view of liquidity, commitments and timing across accounts and entities — held continuously, not assembled on demand.
Practical controls and segregation of duties calibrated to the size and risk of the business, without unnecessary friction.
One operating picture across entities, teams and providers, so leadership is not assembling it manually each time it is needed.
Any one of these can be managed in isolation. When several appear together, the structure beneath the function is usually the issue rather than the people inside it.
A direct conversation about how the finance function is currently held together, where the operating weight tends to fall, and where additional infrastructure would make the most difference over the next twelve to twenty-four months.